2021
DOI: 10.1108/ijpsm-12-2020-0343
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Structure, governance and challenges of networks in the public sector: the case of the power network in Pakistan

Abstract: PurposeWith governance networks as the critical emerging feature of public administration, this article examines the structure, governance and challenges of networks in the public sector. Using complexity theory, this article explains that control-based relations do not hold much relevance to govern the complex systems of networks.Design/methodology/approachCase study research design is employed taking the power network in Pakistan as the unit of analysis. Data were collected through eleven semi-structured int… Show more

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Cited by 11 publications
(9 citation statements)
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“…However, the current study findings enrich the literature on determinants of JN and the perception/attribution-behavior relationship (Fein et al , 2023). Moreover, now it is evident that the POO, reflected in terms of extensive organizational rules and regulations obstructing the welfare of public sector employees (Naveed and Azhar, 2022), leads to job neglect and quiet quitting behavior (Galanis et al , 2023) as real-time quitting can be costly to employees.…”
Section: Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…However, the current study findings enrich the literature on determinants of JN and the perception/attribution-behavior relationship (Fein et al , 2023). Moreover, now it is evident that the POO, reflected in terms of extensive organizational rules and regulations obstructing the welfare of public sector employees (Naveed and Azhar, 2022), leads to job neglect and quiet quitting behavior (Galanis et al , 2023) as real-time quitting can be costly to employees.…”
Section: Discussionmentioning
confidence: 99%
“…More specifically, this perceived organizational obstruction (POO) is about considering the organization as a source of detrimental and hindering treatment (Fox and Spector, 1999; Spector, 1975). This pervasive phenomenon exists in public sector organizations because of an extensive set of rules, procedures, structured hierarchies and formalized decision-making processes, along with a focus on conformity and the enforcement of rules specified by the superior authority (Naveed and Azhar, 2022; Robertson and Seneviratne, 1995). Therefore, public sector employees perceive or experience lower levels of flexibility in procedures and goal-setting in general.…”
Section: Introductionmentioning
confidence: 99%
“…For instance, studies we reviewed included terms such as “externally generated collaborative governance,” “enforced collaboration,” “mandated public networks,” and “externally directed type of collaborative governance regime.” Additionally, while definitions of mandated collaboration were similar, they typically did not use a common definition. Some definitions included: When bureaucratic or hierarchical mechanisms are used by a third party to bring separate organizations together to pursue complex objectives (Hafer, 2018) When governments use their power to force network development into certain important sectors, in order to be able to achieve their own goals (Willem & Lucidarme, 2014) Externally directing organizations to collaborate, plan, and implement as opposed to voluntary, self-initiated collaboration (Bitterman & Koliba, 2020) A higher authority leads to mandated collaboration to achieve cross-agency priority goals (Putansu, 2015) Networks where public agencies do not allow voluntary interaction among actors (Naveed & Azhar, 2022) However, the above studies and contexts examine an overlapping phenomenon of a mandator requiring and initiating collaboration among service providers. Thus, while the collective vocabulary is still developing, knowledge has grown.…”
Section: Defining Mandated Collaboration: Mandator-collaborators Modelmentioning
confidence: 99%
“…In light of the service ecosystem perspective, the aggregate response takes place through resource integration and inter-sectoral collaboration. It resonates with the collaborative public management literature (Kapucu et al ., 2009) and network governance perspective (Forrest, 2003; Naveed and Azhar, 2021) that emphasize the critical role of social systems and multiple stakeholders in collaboration. The concept of value co-creation enunciates the idea that value is created through interaction and mutually favourable relationships, within and among service systems, as they integrate and apply resources for and with each other.…”
Section: Analytical Framework To Understand Pakistan’s Covid-19 Responsementioning
confidence: 99%